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Middle Managers' Divergent Strategic Activity: An Investigation of Multiple Measures of Network Centrality

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  • James M. Pappas
  • Bill Wooldridge

Abstract

abstract Using a sample of 89 mid‐level managers in a US based urban hospital, this study investigates relationships among three measures of network centrality and managers' divergent strategic activity. While prior work has demonstrated a relationship between managers' boundary‐spanning responsibilities and strategic activity, inadequate attention has been paid to managers' internal network position. Drawing from established theory, we consider expected network flows associated with three elements of the strategic renewal process. From this, we hypothesize and test relationships among managers' divergent activity and three measures of network centrality. Our findings suggest specific relationships between alternative forms of network centrality and particular elements of the strategic renewal process. Consistent with existing research, the findings also show boundary‐spanning managers to be more strategically active than their non‐boundary‐spanning counterparts.

Suggested Citation

  • James M. Pappas & Bill Wooldridge, 2007. "Middle Managers' Divergent Strategic Activity: An Investigation of Multiple Measures of Network Centrality," Journal of Management Studies, Wiley Blackwell, vol. 44(3), pages 323-341, May.
    • Handle: RePEc:bla:jomstd:v:44:y:2007:i:3:p:323-341
    DOI: 10.1111/j.1467-6486.2007.00681.x
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    Cited by:

    1. Anna Long & Matthew S. Wood & Daniel L. Bennett, 2023. "Entrepreneurial organizing activities and nascent venture performance," Small Business Economics, Springer, vol. 60(2), pages 433-461, February.
    2. Ouakouak, Mohamed Laid & Ouedraogo, Noufou & Mbengue, Ababacar, 2014. "The mediating role of organizational capabilities in the relationship between middle managers’ involvement and firm performance: A European study," European Management Journal, Elsevier, vol. 32(2), pages 305-318.
    3. Ricardo Azambuja & Gazi Islam, 2019. "Working at the boundaries: Middle managerial work as a source of emancipation and alienation," Grenoble Ecole de Management (Post-Print) halshs-01959107, HAL.
    4. Ricardo Azambuja & Gazi Islam, 2019. "Working at the boundaries: Middle managerial work as a source of emancipation and alienation," Post-Print halshs-01959107, HAL.
    5. Kato, Toshihiko & 加藤, 俊彦 & Numagami, Tsuyoshi & 沼上, 幹 & Karube, Masaru & 軽部, 大, 2011. "Types Of Intra-Organizational Networks And Upward Strategic Communication," Hitotsubashi Journal of commerce and management, Hitotsubashi University, vol. 45(1), pages 21-37, October.
    6. Detjen, Jodi & Webber, Sheila Simsarian, 2017. "Strategic shifts that build executive leadership," Business Horizons, Elsevier, vol. 60(3), pages 335-343.
    7. Murat Tarakci & Nüfer Yasin Ateş & Steven W. Floyd & Yoojung Ahn & Bill Wooldridge, 2018. "Performance feedback and middle managers’ divergent strategic behavior: The roles of social comparisons and organizational identification," Strategic Management Journal, Wiley Blackwell, vol. 39(4), pages 1139-1162, April.
    8. Dirk De Clercq & Dimo Dimov & Imanol Belausteguigoitia, 2016. "Perceptions of Adverse Work Conditions and Innovative Behavior: The Buffering Roles of Relational Resources," Entrepreneurship Theory and Practice, , vol. 40(3), pages 515-542, May.
    9. Robert Lee & Heinz Tüselmann & Dilani Jayawarna & Julia Rouse, 2011. "Investigating the Social Capital and Resource Acquisition of Entrepreneurs Residing in Deprived Areas of England," Environment and Planning C, , vol. 29(6), pages 1054-1072, December.
    10. Tiziana Callari & Corinne Bieder & Barry Kirwan, 2019. "What is it like for a middle manager to take safety into account? Practices and challenges," Post-Print hal-01935746, HAL.
    11. Andreas P. J. Schotter & Ram Mudambi & Yves L. Doz & Ajai Gaur, 2017. "Boundary Spanning in Global Organizations," Journal of Management Studies, Wiley Blackwell, vol. 54(4), pages 403-421, June.
    12. Splitter, Violetta & David Seidl & Whittington, Richard, 2018. "Lower-level employees’ participation in strategy making over time," SocArXiv jr8bs, Center for Open Science.
    13. Samir L. Vaz & Anneloes M. L. Raes & Mariano L. M. Heyden, 2022. "Realizing implementation through relational exchanges with top managers: the mediating role of middle managers’ divergent strategic behavior," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 33(1), pages 81-108, March.
    14. Bai, Xuan & Wang, Qingtao & Sheng, Shibin & Li, Julie Juan, 2021. "Cross-level interpersonal ties and IJV innovation: Evidence from China," Journal of Business Research, Elsevier, vol. 134(C), pages 618-630.
    15. Busch, Christian & Barkema, Harry, 2022. "Align or perish: social enterprise network orchestration in Sub-Saharan Africa," LSE Research Online Documents on Economics 115350, London School of Economics and Political Science, LSE Library.
    16. Numagami, Tsuyoshi & 沼上, 幹 & Karube, Masaru & 軽部, 大 & Kato, Toshihiko & 加藤, 俊彦 & Sasaki, Masato, 2012. "Vertical Strategic Information Flow And Market Orientation," Hitotsubashi Journal of commerce and management, Hitotsubashi University, vol. 46(1), pages 17-40, October.
    17. Adobor, Henry, 2019. "Opening up strategy formulation: Benefits, risks, and some suggestions," Business Horizons, Elsevier, vol. 62(3), pages 383-393.

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